The CX Challenges Telecommunications Companies Face
Churn is the headline. But churn is a symptom. The underlying problems are the same across every major carrier we have worked with — and they compound each other.
Customers leave in the moments that should have kept them.
The contact center is carrying too much load.
.svg)
Multi-vendor device complexity is a CX problem, not just an IT problem.
As device ecosystems grow more complex, customers need support that agents are not equipped to deliver. Training gaps become customer experience failures at scale. One technical support transformation Andrew Reise led for a major wireless carrier delivered 5.8% operational cost reduction and a 14-month payback period.
Brand promises are made by marketing and broken by frontline employees.
A new brand launch or market repositioning means nothing if the frontline team does not know what the brand is asking them to do differently. Andrew Reise developed the employee experience strategy that enabled a 6th-ranked wireless carrier to launch an industry-first rewards program — aligning 9,000 employees around a new brand promise and delivering the program to 6 million customers on schedule.
How Andrew Reise Helps Telecommunications Companies
We do not come in with a generic CX framework and rename it for your industry. Every engagement starts with research — your customers, your data, your frontline team's reality. Then we build something specific to the problems you are actually facing.
Customer journey mapping across digital and contact center channels.
We map the full telecom customer lifecycle — from acquisition through renewal — and go deep on the specific interactions where churn risk is highest. The output is a prioritized roadmap, not a slideshow.
Voice of Customer programs that connect to decisions.
Most telecom VoC programs measure what happened last quarter. Andrew Reise builds VoC programs that identify what is driving next quarter's churn — using speech analytics, interaction data, and customer interviews to surface the friction points that surveys miss. We used this approach to build a 26-initiative digital VoC strategy for a multinational telecom.
Digital VoC Strategy and Value Compass to Outpace Digital Competitors
Contact center performance and technical support transformation.
We analyze agent performance, call driver patterns, and workforce management practices to identify the highest-return contact center improvements. Our work delivered 12 strategic initiatives, 5.8% operational cost reduction, and a 93% internal rate of return across a two-year program.
Employee experience strategy for frontline teams.
Telecom frontline employees are asked to deliver on brand promises that change more often than their training does. We use a Behavior Model and Capability Maturity Assessment to identify the specific behaviors required to deliver the brand experience — then build the training, selection, and development programs to make those behaviors the norm.
Digital experience strategy and self-service optimization.
We evaluate digital journeys across payment, account management, and support interactions — identify the friction creating call volume — and design the future-state digital experience that reduces friction without sacrificing customer satisfaction.
93% IRR
A major wireless carrier engaged Andrew Reise to proactively address growing technical support complexity. The resulting program — 12 initiatives across two years — delivered 5.8% operational cost reduction and a 14-month payback period.
6M Customers
Andrew Reise led the strategy, PMO, and project management for a wireless carrier's industry-first customer rewards program — delivering it to 6 million customers and 9,000 employees on schedule.
.svg)
26 Initiatives
A multinational telecom used Andrew Reise's digital VoC strategy and Value Compass prioritization exercise to build a 26-initiative digital VoC roadmap.
Ready to create crazy-loyal customers?
Tell us about your organization and what you're working on. We'll tell you what's possible.
